Cone Health is a private, not-for-profit, healthcare delivery system based in Greensboro, North Carolina. It includes Moses H. Cone Memorial Hospital , Wesley Long Hospital , Women's Hospital, and Cone Health Behavioral Health Hospital all located in Greensboro. The Cone Health network also includes Alamance Regional Medical Center , Annie Penn Hospital , MedCenter High Point, MedCenter Kernersville, MedCenter Mebane, and a wide range of Cone Health Medical Group physician practices.The Moses H. Cone Memorial Hospital, the flagship of the system, opened in 1953 on 63 acres near downtown Greensboro. Bertha Cone established it in honor of her husband, Moses H. Cone. Moses Cone was a textile magnate and founder of Cone Mills.Cone Health is active in cardiology, neuroscience, oncology, rehabilitation and obstetrics. In January 2005, the health system became the first five-hospital system in the Southeast to be awarded the Magnet Recognition for Nursing Excellence, a grade of approval for quality nursing care.In 2014, The Cone Health, listed as The Moses H. Cone Memorial Hospital, was ranked as one of the best hospitals for 2014-15 in North Carolina by U.S. News & World Report. Wikipedia.
News Article | May 19, 2017
The University of North Carolina Board of Governors today approved a proposal from The University of North Carolina at Greensboro (UNCG) for the establishment of a Millennial Campus designation, creating opportunities for growth, development of innovative academic experiences, and the creation of unique public-private partnerships for the university. The approval designates two areas of the campus as new districts for future development: one primarily along Gate City Boulevard, which will focus on Health and Wellness, and the other along Tate Street, which will focus on Visual and Performing Arts. These areas of focus are directly tied to UNCG’s strategic plan and enable the university to leverage existing assets and resources as it explores future opportunities. Collectively, the Millennial districts will encompass approximately 73 acres of existing campus property, as previously outlined in the Campus Master Plan. With the Millennial Campus designation, UNCG can enter into arrangements with private-sector entities to develop university property or facilities for new ventures. "The Millennial Campus designation will allow The University of North Carolina at Greensboro to develop innovative partnerships that fuel economic growth, innovation and job creation while also creating unique, meaningful academic experiences for its students,” said UNC system President Margaret Spellings. “This approach will not only help transform UNCG and its region, but also create tremendous long-term value for our university system and for our state." “We thank the Board of Governors for their support and confidence,” said UNCG Chancellor Franklin D. Gilliam, Jr. “We are ready and eager to work with our community to bring these bold, exciting plans to fruition. At UNCG, we are not only planning for the future; we are taking Giant Steps to get there. Millennial districts are game-changers; they are catalysts that will help transform the university and our city. Ultimately our goal will be to create innovative partnerships that not only help us create a vibrant academic environment, but also bring economic development, jobs and valuable resources to our region.” The Health and Wellness District is uniquely positioned to encourage and stimulate applied research and education through the university’s numerous community-based partnerships with organizations like Cone Health, High Point Regional Health System and Well∙Spring Services, Inc. Further, the ability to leverage university assets, including new Spartan Village student residences (open August 2017), the Leonard J. Kaplan Center for Wellness (built in 2016) and the future Nursing and Instructional Building, provide considerable opportunities to advance health promotion, quality of life, human development and economic well-being in the Piedmont Triad and beyond. Several existing or planned UNCG buildings dedicated to nursing, science education and research, not directly on Gate City Boulevard, are also included in the Health and Wellness District. The Visual and Performing Arts District along Tate Street will encompass approximately 20 acres. The newly combined UNCG College of Visual and Performing Arts is already a vibrant community of artists with approximately 1,500 students, 100 internationally recognized faculty and excellent facilities. It produces more than 350 performances, exhibits, lectures and other community events annually. In addition, by maximizing arts-related facilities, like the campus’ Weatherspoon Art Museum, UNCG Auditorium and Taylor Theatre, the university can build on its strengths and cultivate public-private partnerships to further develop opportunities for learning, teaching and service to the Greater Greensboro community. About The University of North Carolina at Greensboro The University of North Carolina at Greensboro, located in the Piedmont Triad region of North Carolina, is a high-research activity university as classified by the Carnegie Foundation. Founded in 1891 and one of the original three UNC system institutions, UNCG is one of the most diverse universities in the state with more than 19,600 students and 2,500 faculty and staff members representing more than 90 nationalities. With 86 undergraduate degrees in over 100 areas of study, as well as 52 master’s and 28 doctoral programs, UNCG is consistently recognized nationally among the top universities for academic excellence and value, with noted strengths in education, health and wellness, the performing arts, business and the arts and sciences, among others. For additional information, please visit uncg.edu and follow UNCG on Facebook, Twitter and Instagram.
News Article | February 15, 2017
Dr. Benjamin Sintay, the chief physicist for Cone Health’s radiation oncology departments, will be they day one keynote during the 2017 Carolina Games Summit with his presentation titled: “Using Games to Cure Cancer.” The presentation will take place February 4th at 12:30pm in the Paramount Theater downtown Goldsboro, NC. “The skills utilized in simulation and games are being used to cure a multitude of diseases both in research and practical applications,” Johnna Koonce Executive Producer of Carolina Games Summit states, “this talk will give our attendees a broader knowledge of the impact simulation and game design can have on all our lives.” Dr. Sintay will speak about the sophisticated, high-stakes process used to design radiation treatments for nearly 1 out of every 6 Americans in their lifetime. Members of the audience will get a behind-the-scenes look at everything from generating a high-energy beam of radiation, to the supercomputer systems calculating the best treatment options in a game of skill that changes lives. Tickets are available to the public and may be purchased online or at the door. Visit the official web site, http://www.carolinagamessummit.com, for a full listing of all the speakers, exhibitors, and additional details. Contact the event organizers at info(at)carolinagamessummit.com for more information on attending, exhibiting or speaking at the Carolina Games Summit. About Dr. Benjamin Sintay Dr. Benjamin “BJ” Sintay is the chief physicist for Cone Health’s radiation oncology departments overseeing the treatment of cancer with radiation. Dr. Sintay received Bachelor of Science degrees in electrical and computer engineering from North Carolina State University in 2004. He received a Ph.D. in biomedical engineering from Wake Forest University in 2008. Dr. Sintay is board certified in Therapeutic Medical Physics by the American Board of Radiology, and has been with Cone Health since 2009. Dr. Sintay is currently president-elect of the Southeast Chapter of the American Association of Physicists in Medicine. His interests include image-guided radiation therapy, stereotactic radiosurgery, image processing, computer programming and automation. About Carolina Games Summit Carolina Games Summit® will be held Saturday, February 4, 10AM – 8:30PM and Sunday, February 5, 2017 10AM - 6:00PM in downtown Goldsboro, NC. This hybrid event will once again delivers industry speakers, video game tournaments, concerts, exhibition booths, cosplay, educational sessions, and trading card games. Attendees will be able to compete against gamers from all over the country in a variety of popular tournaments. Enjoy all your favorite platforms including arcade, computer, and console games with both tournament and free-play options available. Additional information can be found on the official web site: http://www.CarolinaGamesSummit.com
News Article | October 28, 2016
The National Center for Healthcare Leadership (NCHL) has identified 19 leading “BOLD” healthcare organizations that are front-runners in using evidence-based leadership development practices to improve health and healthcare in their communities. These organizations ranked highest in NCHL’s 2016 National Health Leadership Survey, which was sponsored by Cielo Healthcare. BOLD—Best Organizations for Leadership Development—is NCHL’s signature platform promoting sound leadership development practices as a critically important responsibility for healthcare-providing organizations and their senior leaders. “BOLD helps identify, celebrate, and disseminate leadership development practices that can benefit other healthcare organizations,” NCHL President Tim Rice said. “We congratulate those BOLD organizations for their innovation and commitment to leadership development.” The ten highest ranking BOLD organizations are: Banner Health (Phoenix), Carilion Clinic (Roanoke, VA), Carolinas HealthCare System (Charlotte, VA), Duke Regional Hospital (Durham, NC), Henry Ford Health System (Detroit, MI), Memorial Health System (Springfield, IL), Northwell Health (Great Neck, NY), Penn Medicine (Philadelphia, PA), Stanford Children's Health/Lucile Packard Children’s Hospital Stanford (Palo Alto, CA), and Tenet Healthcare (Dallas, TX). Nine organizations that are recognized as Organizations of Distinction are: Aurora Health Care (Milwaukee, WI), BayCare Health System (Tampa, FL), Cleveland Clinic (Cleveland, OH), Cone Health (Greensboro, NC), Deaconess Health System (Evansville, IN), Magee Rehabilitation Hospital (Philadelphia, PA), Palmetto Health (Columbia, SC), Renown Health (Reno, NV), and Yale New Haven Hospital (New Haven, CT). “BOLD honors health systems for their commitment to leadership development,” Cielo Healthcare President Jill Schwieters said. “There is no more important work than developing great leaders to serve, and BOLD illuminates approaches that are most effective.” NCHL will recognize BOLD awardees and Organizations of Distinction at its 2016 Human Capital Investment Conference on November 15-16 at The Ritz-Carlton Chicago. On November 15, industry leaders will explore to ways to create organizational culture that is innovative, collaborative, and resilient. That evening, Christine Cassel, MD, planning dean of Kaiser Permanente School of Medicine, will be honored as the 2016 recipient of the Gail L. Warden Leadership Excellence Award. The next day will showcase the leadership best practices of leading healthcare organizations, such as attracting and selecting leaders, talent management, coaching, diversity leadership, and succession planning. ABOUT THE NATIONAL CENTER FOR HEALTHCARE LEADERSHIP The National Center for Healthcare Leadership (NCHL), a Chicago-based not-for-profit organization, is an industry catalyst to ensure the availability of accountable and transformational healthcare leadership for the 21st century. Its vision is to improve the health of the public through leadership and organizational excellence. For more information please visit NCHL’s website at nchl.org. ABOUT CIELO HEALTHCARE Cielo Healthcare is the world’s leading provider of strategic Recruitment Process Outsourcing solutions for the healthcare industry. Cielo Healthcare leverages its deep provider expertise, customized, innovative solutions and entrepreneurial agility to help clients achieve sustained people advantage and outstanding organizational outcomes. Cielo Healthcare knows talent is rising, and with it, healthcare’s opportunity to rise above. For more information, visit cielohealthcare.com.
News Article | December 7, 2016
DALLAS, Dec. 7, 2016 -- Even modest increases in high blood pressure were linked to a greater risk of death and heart failure among African American adults of all ages, according to new research in Journal of the American Heart Association, the Open Access Journal of the American Heart Association/American Stroke Association. In 2014, the eighth Joint National Committee (JNC) panel increased the recommended blood pressure for people 60 years and older without other medical conditions from less than 140/90 mm Hg to less than 150/90 mm Hg. These recommendations were published after the National Heart, Lung and Blood Institute elected to stop issuing clinical practice guidelines. The effects of the new recommendations on African Americans were unclear due to limited study data available for this population. "Given that blood pressure targets are not attained in up to 50 percent of clinical practice, providers may want to proceed cautiously when liberalizing these targets in a group at higher risk of all the downstream effects of hypertension, such as heart attack, stroke, and chronic kidney disease," said Tiffany C. Randolph, M.D., study lead author and cardiologist at Cone Health Medical Group HeartCare in Greensboro, North Carolina. At the time of the study, Randolph was a research fellow at Duke University Medical Center in Durham, North Carolina. In this study, researchers analyzed high blood pressure and the risk of death and hospitalization for heart failure in 5,280 patients enrolled in the Jackson Heart Study between 2000 and 2011 in Jackson, Mississippi. All participants were African American, nearly two-thirds were women, average age 56 years. The median follow-up was nine years for death, and seven years for hospitalization due to heart failure. "This observational study should make us question whether the current JNC guidelines have identified the optimal target for blood pressure control in the African American population," Randolph said. "To fully answer this question, we will need additional large, randomized, controlled trials that enroll a diverse population. Until then, providers will have to continue assessing risk and working with patients to set blood pressure goals based on all the available data and individual patient concerns." High blood pressure is a common disease that affects about 80 million -- one out of every three -- adults over age 20 in the United States. Often called the "silent killer" because of its lack of symptoms, high blood pressure is one of the main causes of serious diseases such as heart attack, stroke, kidney disease, and heart failure. Anyone can develop high blood pressure, but African Americans and women age 65 or older are at greater risk. High blood pressure is manageable with heart-healthy lifestyle changes, including maintaining a healthy weight, following a healthy diet, being physically active, avoiding smoking and in some cases taking blood pressure-lowering medication. Co-authors are Melissa A. Greiner, M.S.; Chidiebube Egwim, M.D.; Adrian F. Hernandez, M.D., M.H.S.; Kevin L. Thomas, M.D.; Lesley H. Curtis, Ph.D.; Paul Muntner, Ph.D.; Wei Wang, Ph.D.; Robert J. Mentz, M.D.; and Emily C. O'Brien, Ph.D. Author disclosures are on the manuscript. The National Heart, Lung, and Blood Institute and the National Institute on Minority Health and Health Disparities supported the study. Blood pressure images are located in the right column of the release link http://newsroom. After Dec. 7 view the manuscript online. Rise above heart failure Follow AHA/ASA news on Twitter @HeartNews For updates and new science from JAHA, follow @JAHA_AHA Statements and conclusions of study authors published in American Heart Association scientific journals are solely those of the study authors and do not necessarily reflect the association's policy or position. The association makes no representation or guarantee as to their accuracy or reliability. The association receives funding primarily from individuals; foundations and corporations (including pharmaceutical, device manufacturers and other companies) also make donations and fund specific association programs and events. The association has strict policies to prevent these relationships from influencing the science content. Revenues from pharmaceutical and device corporations are available at http://www. .
News Article | March 1, 2017
The American Case Management Association (ACMA) is pleased to announce the release of its 2017 update to Compass, the popular online learning system designed to provide standardized training for case management staff and physician advisors. Suitable for standardizing both new-hire on-boarding and annual competency-validation, Compass teaches and tests comprehensive, foundational knowledge in case management and physician advisory practices. Content is divided into interactive video modules that average 30 minutes in length. Module content is monitored and updated by an expert panel advisory board of case management and physician advisor thought leaders from a variety of healthcare provider settings nationwide. Modules feature video recordings of professional presenters and include more interactive case studies, simulations, and other points of interactivity, allowing trainees to test their application of knowledge with real-world scenarios before fully -validating their knowledge with competency quizzes for each module. The program offers 13 hours of continuing education for nurses, social workers and those with their Accredited Case Manager (ACMTM) certification. It also includes 15.25 AMA PRA Category 1 CreditsTM for physicians jointly provided by the Postgraduate Institute for Medicine and ACMA. The 2017 curricula will contain fully reviewed and revised training content reflecting changes to industry standards and federal regulations, including: Subscribers can also expect the addition of an introductory pediatric case manager course with a focus on the family-centered care model and application of general case management principles to the child population. Compass was made available to over 20,000 case managers and nearly 300 physician advisors nationwide in 2016. It has been praised by Dr. James Jones, system-wide Director of Care Management at Cone Health for automating, “Some very tedious processes around regulatory requirements, CEUs, and Orientation processes and…[bringing the] Department into the 21st Century.” To learn more about this comprehensive training system or to schedule a live demo, contact Aaron Van Son at productsales(at)acmaweb(dot)org or 501-907-2262. You can also find out more by visiting http://www.acmaweb.org/compass. About ACMA: Founded in 1999, the American Case Management Association (ACMA) is a national, non-profit, professional membership association, which strives to provide resources, solutions and support for Case Management and Transitions of Care professionals. ACMA is comprised of more than 6,300 members nationwide, including nurses, social workers, physicians and other professionals affiliated with case management. Through a variety of educational conferences and networking events at both the state and national level, ACMA provides its members with numerous opportunities to develop their skills, grow in their profession and learn from the experiences and practices of fellow members. For more information, visit http://www.acmaweb.org.
Jenkins M.,Cone Health |
Stewart A.C.,North Carolina A&T State University
Health Care Management Review | Year: 2010
Background: Ensuring a quality nursing workforce for the future in a time of increasing labor shortage and declining nurse satisfaction is a key challenge to the health care industry. Understanding what impacts job satisfaction is vital to solving the problem of nurse attrition. Purposes: We suggest that the approach to supporting staff in the care giving role requires additional expectations of managers who supervise inpatient nursing staff. This study empirically tested the impact of nurse managers' servant leadership orientation on nurse job satisfaction. Methodology/Approach: Nurses providing direct bedside patient care within inpatient departments of a five-hospital system were asked to respond to four questionnaires. Seventeen departments participated. There were 346 available nurses across the departments. The average response rate was 73% across all of the units surveyed. Hypotheses were tested using multivariate regression analysis of the nurse-nurse manager dyad. Findings: Statistical findings of this study provided evidence that behaviors and attitudes of the nurse manager do impact employee job satisfaction. Departments where staff perceived that managers had higher servant leadership orientation demonstrated significant positive impact on individual employee job satisfaction. Practice Implications: Nursing is a unique occupation in that it requires both competence in professional service and compassion in patient caregiving. Hospitals are not factories dealing with inanimate objects or data. The results of this research suggested that the management approach in a health care environment might be enhanced by a more servant-oriented management approach. Specific policy changes that may be implied on the basis of findings of this research include key areas of management selection, management development, and management reward/evaluation. Copyright © 2010 Wolters Kluwer Health | Lippincott Williams & Wilkins.
Fields B.,North Carolina A&T State University |
Jenkins M.,Cone Health
Journal of Nursing Administration | Year: 2016
Achieving Magnet® designation as a system requires careful planning and strategy on the part of nursing leaders. This article delineates system structures to support success. © 2016 Wolters Kluwer Health, Inc.
Johnston J.A.,Cone Health
Medsurg nursing : official journal of the Academy of Medical-Surgical Nurses | Year: 2011
Hospitalized patients with type 2 diabetes may benefit from tighter glycemic control to prevent hyperglycemia and its complications. The glycemic control of two groups of inpatients with diabetes receiving subcutaneous insulin via a basal-bolus approach or sliding scale was compared.
Hyde E.,Cone Health |
Murphy B.,Cone Health
Clinical Nurse Specialist | Year: 2012
Background/Rationale: Having paper and electronic documentation can interfere with staff communication and workflow. In this 950-bed multicampus acute healthcare network in the southeastern United States, paper pathways did not clearly demonstrate multidisciplinary documentation and involvement in the plan of care. The majority of documentation was computerized, but clinical pathways remained in the paper chart. Limited literature findings, incomplete pathway documentation, and nurse dissatisfaction with cumbersome documentation processes created the impetus for this practice change. Description of the Project/Innovation: To provide a sound basis for transitioning the pathways into the electronic medical record, a pilot was conducted on 1 medical-surgical department using 1 computerized pathway. Outcomes were measured utilizing pathway documentation audits and staff perception surveys. Project Outcomes: Pilot results revealed improvements in pathway documentation and staff satisfaction with use of the computerized pathway. There was a 69% increase in the documentation of barriers to patient progression/utilization of the problem list, 10% increase in documentation of patient medication teaching, and 31% increase in documentation by ancillary staff using the computerized pathway. According to the survey results, staff perceived that the computerized pathway was a more useful tool in (1) prompting them to educate the patient (36% increase compared with paper); (2) communicating pertinent patient information during shift report (34% increase compared with paper); and (3) documenting barriers to patient progression (30% increase in comparison to paper). Based on these results, approval was obtained from health network administrators to move forward with system-wide implementation. Interpretation/Conclusion: In order for clinical pathways to be effective, patient-centered communication tools, they must be easily accessible, be utilized by all health team members, and complement day-to-day workflow. Piloting innovative practice changes helps to garnish buy-in and support from all levels of the healthcare team. Implications: Automation provides a first step to easier accessibility and linkage of pathways to other pertinent information and multidisciplinary patient care processes. Computerized pathways may be an impetus for healthcare providers to view automation as a key step to improving multidisciplinary care delivery and patient care quality. Copyright © 2012 Wolters Kluwer Health.